Subscriber-Only Bonus: How To Leave Sales Production Successfully

No matter where your business is today or where you want to take it, you'll get there faster and more profitably with an operating system. Welcome to Team os, your guide to starting, growing and optimizing real estate team. Here's your host, Ethan Butte.

Hey, thanks so much for checking out this special team Talk episode of Real Estate Team os. You're going to hear from seven different professionals on one big challenge. And to frame it up, we're going to first get a few quick clips from Chris Lindahl.

No wonder I couldn't get out of production because I didn't, I wasn't even doing any of the right things to get out. I thought the decision to get out of production was like, I'm out, you're in. I would, I would provide no training, no information, I'd have no structure, no accountability, no process. I had a process, it was in my head and I never delivered it to anyone else. It's hard to stomach the, the, the losses because no one's going to do it your way. No one's going to do it as well. It's going to take people longer. All of those things together create a very challenging situation to get out of production. And I think that's what, what happens for most is they get stuck right there and they don't actually get to the other side. They just step back in and they think, I don't know if I want to have a lot of people around here. I don't know if I'm a great leader. I'm not sure that, like, this is what I want to do. I just love selling. And then they actually never get to the next level. They step right back in because they're too afraid or they don't have a path to, or a blueprint to follow of like, how do I actually get there? And there's not a lot of information or knowledge out there of how to effectively transition into that space.

There is no guide, there is no playbook. There's very little education. What you just heard from Chris there speaks to the motivation we have to bring you real estate Team OS to help fill in some of those gaps. And frankly, there is no one right playbook. There is no one right guide for each person because every journey is unique. And that's why we're bringing you multiple voices, multiple perspectives, multiple stories, best practices, successes and failures, hard learned lessons to inform you, to provoke you, to engage you, to help you make that next right decision for you and your business. And for all the folks who you've brought around you in that business. So the theme here is leaving sales production. It's something that most people face at some point. Not everyone chooses to make that decision. By the way, I did a parallel episode on the same topic featuring folks who opted to stay in sales production while they were leading and managing and building the organization. In this one though, tips on the challenges that you'll face and some of the things that you can do to make sure that you make that transition successfully by again learning from the successes and failures of others. First up, we have Lauren Bowen, who's been with Robert Slack from four agents to more than 800 agents. She came to real estate from a separate industry. She used to work in an operating room, came in as a real estate agent, then became a team leader, then became a leader of team leaders, then became chief operating officer of the entire organization. Of all those different steps in her journey, this one was the most difficult. I'll let Lauren tell you about it.

So going from realtor to team leader was probably the biggest jump in my career because it is completely different. You almost do change entirely your way of thinking. You have a much more, I don't want to say servant attitude because in being an agent you are helping people find their potentially forever home. But as a team leader, you're helping 50 people help people find their forever homes. So you almost have to be, I mean, you have to be empathetic, that is 100%. You also have to have a very strong sense of what that agent is, where they're coming from, what that journey is like through them, what the struggle is like. You almost have to retain where you were as an agent, but at the same time go a step further and take it into how do you change it for them. So that itself was the biggest jump. Like how do you lead the team? How do you keep that kind of being an agent, being a team lead and keeping what you knew as an agent? Because a lot of our team leads are actually out of production. But how do you keep that day to day understanding of what they're going through? When we say our team leaders are there for you 24, 7, we genuinely mean it. Because you do need that consistent person you can always go to. And I think we go back to one of the things we pride ourselves in is that consistency. Because there are a lot of times in this industry you just, you feel lost. And that's one of the things we've tried to field in as a, as a business is getting that sense of lost away. You always have your person so Going that from agent to team lead is a big step, probably the biggest step I had to take, but realizing my role was changing. But how do you keep both of them the same in a sense? So it's a difficult one. It's not for everyone, but I applaud anyone who's taken that step.

So leaving sales production is a new job. It's a different job, it requires a new mindset, it requires in many ways a new skill set. But you also have to stay completely in touch with the day to day experience of the agent. So it's a difficult balance. And Daniel Dickson actually picks up on that theme here, specifically the challenge of trusting other people. The success of the organization comes through those people now in a way that it didn't before when you were actively in sales production yourself. But you're also going to hear why he opted to leave sales production. Here's Daniel Dixon.

Well, when you think about the conversation I had with my coach and you know, focusing on my business rather than being in my business, it was a matter of me getting out of production. So I've been out of production for probably five years or something like that now. And when my, my livelihood is based on other people doing work, it changes how you show up at work every day. My kids eat if everyone does their job effectively. And so as I was getting out of production and I'm looking at P Ls like again, I wanted to make more money. I either have two options. I either need to figure out how to increase, I guess, three options. I can go sell houses myself again, which I didn't want to do. One of the main reasons I got out of production was running the business and working on my business. But I was being a terrible, terrible father and a terrible husband at that time because I'm trying to do all the things us real estate agents do. Trying to be dad, trying to be husband, trying to be the marketing guy, the Internet guy, service my clients at a high level, help with transaction support stuff, coach agents, train, and it's just something's going to break somewhere. And it was my marriage and my household. And so as I was getting out of production and really putting focus on that, then as I'm looking at PNLs and looking at the amount of money, I'm like, well, I want to make more money than this. Well, again, I can go sell, we can go double headcount and push on more transactions per agents or we can start looking at how do we vertically integrate our businesses and create more revenue per transaction.

You can hear a lot more about where Daniel left off there in our full length conversation. Every one of these clips comes from a full length conversation that you can find@realestateteamos.com in the Real Estate Team OS YouTube channel or Real Estate Team OS and Apple Podcasts or Spotify. These are just excerpts on a particular theme or topic that come from much longer conversations. So if you want to hear more from Daniel not just about recruiting in order to generate more transactions, but also to generate more income per transaction, you can do that by checking out my conversation with Daniel Dixon. Next up, we've got Jeremy Larson. And this is from an in person conversation we did together at fubcon. And you're going to hear him pick up on this theme of relying on other people for your own success. And when you're able to do that, according to Jeremy, to quote Jeremy, something magical happens. Here's Jeremy Larson.

You know, my advice would be set a number like, okay, when we have this many people on the team, I'm gonna need to cut back or completely cut out doing personal production. Because something magical happens when you pull out of production and you tie 100% of your success to the success of others. Right? Something magical happens. You start realizing who's really on board, who's really using the systems, who's really plugging into the CRM, who's really doing the work and who's not. And you g instant clarity on who you want on the team. And so I learned real quick when I did that, like, okay, this isn't the avatar. Some of the, you know, a certain person is not the avatar for the team. I know exactly the avatar that we want on the team. I know exactly what it looks like. It's kind of an interdependent personality. Not too independent, not too dependent, but they're independent on, on the team and on, on the environment that we've created.

When you set down some of your responsibilities from a sales perspective, you're going to notice a lot more things. And in this case, Jeremy, of course, was speaking to the types of agents he needed to bring alongside his growing team to make it successful. These are things that become much more obvious when you have the space and the capacity to do so. And it may escape you if you're trying to balance client relationships with staff relationships with agent relationships. So we're gonna hear a little bit more from Jeremy here and we're gonna hear about a tee up to what you're gonna get from Tiffany Galzenis and Chris Lindahl following this Clip from Jeremy and it's about the biggest challenge that most people see in this, which is how do I make up for the revenue that I'm producing? I'm carrying a lot of the team responsibility from an income perspective as I'm in sales. How do I set that down? How do I walk away from it? Frankly, it's a commitment you're going to have to make. There's no perfect way to do it. And again, here's a quick clip from Jeremy Larson to tee us up on it.

You know, of the 100 million we did in production our first year as a team, 30 of that came, you know, 30 of that came from me. And so that's hard to walk away from.

Yeah.

You know, and that was a scary moment. A mentor of mine put me in front of a room and he's like, hey, man, if you're serious about going where you want to go, here's what you're going to have to do. And you got to make that commitment right now. And since then, I haven't looked back. And so, you know, I think that that's that messy middle, right? That's where it gets messy is if you're still working with your cl, you can carry a handful of agents probably on your back as a team, but as that team grows, I mean, you can't truly, you know, you can't really focus on the team to the best of your ability when you're, when you're having to deal with a lot of clients. That's just my opinion. Others may have a different opinion, but that's the way I look at it.

Next, we're going to dive deeply and face squarely the crux of this entire challenge. And we're going to do it with Tiffany Galzenis. You heard from Jeremy there in the last two clips. You need to set a revenue target and you need to commit to making that. And good things can happen when you do that, but it's messy in the middle and there are financial implications and consequences to doing so. So here's Tiffany sharing her personal journey and challenge. You're going to feel it in the way that she's telling this story, exactly how challenging it can be. And you may actually have been through the same thing yourself, and if not, you very likely will face it.

One of the biggest challenges in running a team is going from being a high performing agent, because most of the time a team leader starts as a high performing agent to a team leader and trying to balance being in production and running a business at the same time. And that's. That's a hard transition. It's.

It. You're.

You're using two different sides of your brain. You need to be available for your agents, but you need to be available for your clients. You don't have time to get the system set up that you need set up or whatever it is. You're just kind of like juggling a whole bunch of things. And it feels a lot of times like you just threw a bunch of stuff in the air and you're like, I'll catch whatever I can and whatever falls to the ground, I'll get to it later. But that's probably the most challenging time in building a team, in my opinion. So that's where I was. I was at a place where I was the top producer on the team. I was looking at my numbers and I was really understanding that if it wasn't for my production, I wouldn't even be able to support my team. That I was literally cash flowing my team. And I had about 10 agents on the team at the time, and I was lucky to get, you know, one. One transaction a month out of each. I mean, not even. I really wasn't even getting that. Most of my agents were like four to six deals a year kind of agents. I had a couple that would do a little bit better than that, but it was really all me. And I was having a really hard time figuring out how to get agents productive. Right. So that was kind of where my. The problem, right? If we identify the problem first, the problem was how do I get these agents into production Because I don't have time to hold 10 agents hands. So it started coming down to, you know, what are the aspects of the business that I enjoy, what are the aspects of the business that I don't enjoy? And, you know, yes, I need to continue to make money, support my family, but I was also working a ton of hours all the time, constantly, you know, on the phone, responding to this, doing that, because I had to carry this load of this team. So at that point, you know, I started thinking to myself, and I imagine I'm not alone here, but I started thinking to myself, so is it worth it to even do this? Like, if I'm literally the one out there beating the streets to pay the bills for this team, then I could have much fewer bills. Like, my bills would be much lower if it was just me.

Because I've hosted dozens of these conversations, and because this topic comes up in most of them, I know that Tiffany is not alone in facing Whether, when and how to leave sales production. Do I even want to do it? If so, how do I do it successfully? So next up you're going to hear a much deeper dive. You heard a little from Chris Lindahl off the top. You're going to hear a lot more here about his challenges leaving and returning to and leaving again, sales production. He starts to lay into some of the pieces that you need to have in place in order to leave sales production successfully. And again, this is a story of success and failure. Hard learned lessons. Let's hear from Chris Lindahl.

Oh, that's a big one. I mean that I wasn't good at it. So just to start there, like I wasn't good at it. I don't know anyone that like has like, like does that transition real well. Like it's hard. And you know, for me, like the, the last years of being in production, 2013 was, was the second to last year for me and I sold 147 homes with an assistant. And this is before any of the portals, right? And before all where you could just buy, I mean 2013, I mean there weren't a lot of like, you know, real estate portals are like, here's a hundred leads, here's a bunch of appointments. Like you had to grind it out, right? And then my, my last year of being in production was 2014, where I sold 175 homes, which is like a home every two days, right. So with one assistant. I mean I was running wide open. And, and, and I think this is a fundamental difference. It's really critical that everyone listen to what I just said there because this is how some make it out of production well and others don't. What I didn't do is say, oh, there's an opportunity to go buy leads and I've got a credit card, so I'm going to go get leads and then I'm going to go find people that will take the leads and I'm going to collect the arbitrage. And that's what most teams have done over the last seven years. And now they find themselves in a position where they're not really in a good place financially. And, and so I built our team out of necessity. Like I'm capped out. I can't do any more. And, and when I, when I started the team, which was in January of 2015, I had all of those. I started May 2009, so January 15th I started the, the team. I had all of these families and supporters like so many of them that were willing to support Me that I had built deep relationships with, that I hosted community events that I gave back to the community. It's. It's funny, right before I got on this with you, Ethan, I was on the phone and I was talking to a lady. I won't give away her title or company, but there was something that I was working on. And. And so we have this entire conversation, and the last two minutes of the conversation, she's like, yeah, I actually know you fairly well. I was like, oh, yeah? She's like, I used to come to all your pumpkin events. She's like, I live in the community where you started. I love everything that you're doing. That was the last thing that she said that was that all those things that I did when I started were years and years and years ago. Right. And so it's critical that when you're going to launch a business like this, that the foundation is super solid, right? That you have those, you know, and there's all kinds of different books that talk about the advocates and the people that are like, who are those people that are going to support you no matter what? They're going to go. Like, I've met him. I've been to his events. I've seen how he gives back. Like, you need those. Those people supporting you and telling others about the mission that you're on. And so that's the. That was a big fundamental difference. But there, the. The part of getting out of production was that was just one piece of it. Like, I can't. I can't do it. The other thing is, is I tried several times, and I was terrible at it. And I panicked and had to go back into selling because our numbers were going down so significantly. Right. I remember getting out the first time and going like. And. And I was so bad at it that I would hand off the opportunities. Like, someone would call to list their home. And I go, and Ethan's, you're on my team. I'm like, hey, Ethan, here's an opportunity. Go, go list it. Well, you would show up. I didn't tell the customer that Ethan's coming. And they're like, where's Chris? Like, oh. And like. And then our salesperson's got to overcome that objection of someone that either knew me or knew someone else that knew me. And it was a warm referral. And so it's just a really poor handoff. But once we started saying, like, hey, Chris, hand selected Ethan to show up, like, then the level of confidence went up. Like, oh, Chris is aware that I'm Selling my house and he put the right person on the job, then it was a way easier thing. But before we educated the customer about the way that our model worked and why Ethan is showing up, it didn't matter. And the thing is, in most cases, in our company, Ethan's a way better real estate agent than I am. But the customer doesn't know that because they only know me, right? And so. So that navigating that and that transition was really hard. And then what would happen is I wouldn't give Ethan any of the tools or systems to succeed. Like, I like Ethan, I like you. We're friends. Like, you seem like you're good at sales. Like, here's 20 opportunities, man. Go, go have fun. And I would do. No, I would. I would provide no training, no information. I. I'd have no structure, no accountability, no process. I had a process. It was in my head, and I never delivered it to anyone else. And I'm like, Ethan, why can't you convert any of these opportunities? You're like, well, I don't even know what I'm supposed to do. Right? And so that's. That was the. That was like, that was my. The early days of trying to get out of production. And looking back now is like, I didn't have the skills. I didn't have the training. I wasn't seeking out any of the right education on how to build a business, how to lead other people. And no wonder I couldn't get out of production, because I didn't. I wasn't even doing any of the right things to get out. I thought the decision to get out of production was like, I'm out, you're in. Like, I thought that was like, hey, this is like, really, like, I made the decision. I'm out now. This is going to work perfect. Until it didn't. And then. And then I had to constantly rewire. And then I thought I had it right. And then I like, oh, this. And it's hard to stomach the losses because no one's going to do it your way. No one's going to do it as well. It's going to take people longer. You know, I had, you know, the thing is, is, like, I had to remind myself that I'm six years into this. Like, and I have been selling at a really high level. I've seen a lot of different things. I've got that wisdom and that market knowledge that I can't expect most people to have because of the volume that I was doing. And so. So with that, I also Needed to have patience, which I'm not very good at, and. Right. So I expect people to, like, pick it up. Right. Like, why don't you understand? I don't get it. Like, you should be able to do this right now. And so all of those things together create a very challenging situation to get out of production. And I think that's what. What happens for most is they get stuck right there, and they don't actually get to the other side. They just step back in and they think, I don't know if I want to have a lot of people around here. I don't know if I'm a great leader. I'm not sure that, like, this is what I want to do. I just love selling. And then they actually never get to the next level. They step right back in because they're too afraid or they don't have a path or a blueprint to follow of, like, how do I actually get there? Right. And I've been there. You're totally lost. And it's a.

You're.

You're 100% out of control. Like, you're like. Like, this thing is a mess. Like, I don't know if I'm not. I wasn't born to run a business, or maybe I'm not an entrepreneur. I might not be a leader. Like, all those thoughts are going through your head because things are crumbling every single time that you attempt to do it. And there's not a lot of information or knowledge out there of how to effectively transition into that space. And so I was just fortunate enough that as this was happening, I started meeting people that were a lot smarter and had already done different things, not even necessarily in real estate. But just scaling a business right, was a big part of it, as I didn't really understand what that meant to me. High vision person. Scaling a business meant just going and buying more leads. Like, I thought that was scaling a business. I didn't know anything about training or process or people or structure any. That none of that came to mind. I thought, like, you just go get more of everything on the front end, and then it's just gonna. You're gonna scale it on the back end. And you quickly realize that, you know, that's. That's not even close to the truth. Finally, it was like, I'm gonna sink or swim here. Like, I. My back's against the wall. I've made a commitment. I've got to figure it out to

swim in that sink or swim scenario. Chris already laid out some of the core blocking and tackling on it. We need to document what we've done successfully as agents ourselves and turn those into processes, standard operating procedures, build training around some of those things, think about what type of agent could step into that model, have that patience that Chris said he struggled with, to bring people up to speed into these things. Next up, we're going to hear from Jenny Wiemert, who tells her own unique story about kind of the final strawberry to leave sales production and go into leadership full time. It's a pretty unique one, but everyone, again, has their own unique story. But she also layers in a couple of ways that she handled it and talks about some of the ways that she would handle it differently the next time. Here's Jenny Wiemert.

I was with Keller Williams for 14 years. I built our team there, followed the red book, followed Gary Keller's teachings very closely. And so, you know, at that time, as a, as a rain maker myself, like I said earlier, I was trying to take the hats off. And the first hat that had to go, of course, after my admin, was the buyer agent position, because I just didn't have the time to be in the field.

Right.

It's my favorite part of the job. It's, of course, but it was the part that I needed more time back to be able to lead, generate, convert, and so on. And so, you know, I early on had to hire, hire the buyer's agents, and that went well for a long time. And I was slow to give up the listing side of things because, honestly, that's where the profit is. You know, like, doctors don't get out of the operating room and expect to make the money they're making. Right. So I, you know, I held onto that listing agent position for probably a little longer than I should have. I was getting kind of burned out. You know, I'm like, if you call me, I'm not going to call you, kind of follow up at that point because I was just wearing so many hats, and it was, you know, just being pulled in so many directions that, you know, I was starting to lose sight of that customer service piece. So I knew that I needed to replace myself, but I was holding on to the prophet. And then one day, my daughter, she was in sixth grade and her cheer coach called me and said, you know, I've been praying about it, and God just keeps leading me to you to be my volunteer assistant cheer coach. And I was like, oh, well, how do you say no to that? Well, if God says, I guess I got to do it. So that turned out to Be the, you know, the straw that broke the Camel's back. Have 20 hours to be a volunteer cheer coach and listing agent and run the team and da, da, da. So I finally stepped out of the listing role, handed it to one listing agent and said, you know, don't screw this up, right? And I'm going to go be a cheer coach. And he didn't. He didn't screw it up. But there were a lot of lessons learned in all of that. One, probably waited a little too long. But two, you know, people who are leading teams are probably superstar real estate agents and have high capacity, right? And so not everybody has that same capacity. And nor should we expect them to, nor do we need them to, to be part of a team, right? But the guy that I handed it to, he did well. But the reality is you can only handle so many relationships at one time, you know, so, you know, if you have, if you're carrying 30 listings or 20 listings and you have how many pendings, that's a lot of relationships and balls to keep in the air. And it was too many. It was too much. I, when I was doing it, had a large staff behind me picking up the majority of the pieces. So because of that, I transferred these listing agents into these roles with a ton of leverage behind them, which was unsustainable, is the reality. The cost is unsustainable, sustainable. In hindsight, I should have let all of my agents start to take listings and not overload one or two agents and also spoil them with a bunch of leverage. That was unsustainable. I needed agents to carry their 10 or 5 and maintain all of the relationships and do the work and not be so leveraged with admin behind them, because that just became, you know, kind of a house of cards. I couldn't continue to hire that much leverage behind these agents.

I should have done it sooner. But there were financial implications. Something that you didn't hear that was adjacent to this clip that you did hear that you can get more of in episode four with Jenny Wiemer, is I should have brought on two listing agents, not just one, so that when I did bring on a second one, which is inevitable, the first wouldn't feel some kind of a scarcity mindset, some protection around those listings. But what you did hear in this clip was perhaps I should have given it to all of the agents, or at least more of the agents, the opportunity to work with buyers and sellers alike as a, maybe a better step into this. I hope you found some helpful ideas in listening to Jenny there. Next up and last up, we have Laurie Finkelstein reader. And here she speaks to the fact that standards are the foundation for all of this success. You heard a little bit of that in some of the other clips, including the one from Kris Lindahl. But she's going to speak very specifically about how standards guide all of the things around this.

For starters, Ethan, I have not sold a house in nearly six years. So I came out of production and decided to work on the growth and development of the team about five to six years ago. And one of the ways to make sure that your culture's intact, to make sure that people are delivering the same level of service, because I'm asked this all the time, how do you scale that? How do you duplicate it? You have to have standards, right? Very clear, defined, refined standards. And sometimes, you know, I've met agents that have come across my path and they're very high producers, but culturally, we are not aligned. And not that they're bad people, they're great people, they're great agents, but we're not, we're just not aligned. And you have to be committed to that standard. The standard cannot have a wiggle, wobble. The standard's like concrete, right? So you're either meeting the standard or you're not meeting the standard. And I think the toughest thing for leaders, I mean, I always say I'm a work in progress when it comes to becoming a great leader. It's really hard because especially in, in my space in real estate, like, we genuinely just love people. Like, I love everybody. I mean, you and I met and I'm like, I really like this guy, you know, just super easy. But so I let the standard manage the culture and I let the standard manage expectations. In terms of any agent working with a buyer or a seller, like, you just, we just have a standard and either you meet it or you don't. You know, it's, it's, it's very black and white.

So the final clip is also with Laurie Finkelstein reader. And what you're going to hear is a very specific question and answer that goes back to these standards, that goes back to the idea that you need to build these systems and processes, set these standards, build a culture that maintains what you were doing on your own as a top shelf, top notch, top performing real estate agent in your local market. That's what you're building. You're not building clones of yourself. You're building a foundation that you can bring other people into and onto in order to create collective Success. So here's Lori speaking very specifically to how she turns over these long term relationships, frankly her book of business to these people that she's brought alongside her and the team. Yeah, you made me think about something very, very subtle that I imagine happens to almost everyone who's in a position like you, where you are the, the cr. You're, you're at the center of the business. You maybe have one or two or three people around you, but it's still you, it's your brand name, it's your network to date. And you have to start passing some of these people off. Like I've known this person for X amount of time or this person was in my wedding or so and so's wedding or whatever the case may be. Talk a about the grace around that.

That's a really great question. You know, and for us, it was very. That was actually one of the things we did really well. I had a small group of agents that I had fully mentored that I had coached and trained and led. And when it was time, that decision that I mentioned that we made for me to come out of production and work on the business versus in the business, I was confident that they knew exactly how to handle that and the way we would pass that off. Because of course I have still till this day. Lots of sellers and buyers want to work with us. We never had a situation where they weren't just so happy for us and respected the fact that I had grown into a CEO role and that I had taken the time and the years and the effort to train people to be able to give them the same level of service. There's a few times, never happens anymore, but in the first few years, maybe I had to jump on a call and they'd be like, lori, but I want you. You know, like, you sold my house. And I'd be like, well, I want you too, but you really don't want me. I don't even know how to access the MLS anymore. You know, and you just have conversation with them, you know, it's. But if you have spent the time and effort to make sure your culture's intact and your standards are intact and that you really poured into these people who are taking over your book of business, I mean, it should be pretty seamless.

And Lori brings us full circle. This role after leaving sales production is a different role. It's a leadership role, it's a management role, it's a business development role. It's a human development role. We need to invest in our people. We need to invest in systems and processes to build a foundation upon which we can build greater and collective success. I will say, though, I did a parallel episode where five people speak to the idea that you don't necessarily need to leave sales production. They've opted not to. They're doing both. They're continuing to sell and build and lead and manage the organization. So there's no one right way to do this. There is no one guide. There is no one playbook. Your own playbook is unique and that's why we're providing this education. That's why we're bringing together all these perspectives, these successes, these failures. I hope you find it it helpful. You can hear a lot more from all of the people you heard from today. You can check out that episode about staying in sales production and you can get a lot more. And these are the places where you can do it. You can subscribe to a weekly email with exclusive insights and exclusive guest previews of what's ahead on the show at realestateteamos.com@realestateteamos.com you can also watch or listen to all of the episodes, which you can also watch at Real Estate team OS on YouTube. You can listen at realestate team OS on Apple Podcasts or Spotify. You can follow Real estate team os ealestateteamos on Instagram or TikTok. There's so many places to connect with us, to learn from all the people who are kind enough and generous enough to share their stories, their perspectives, their best practices, their successes and their failures. I appreciate you joining us for this one. I hope you take in more and I wish you continued success on your real estate journey. Thanks so much.

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